Week 4
GSOE9820 Engineering Project Management
Term 1 2025
Dr. Imrana Kabir
2.Project
benefits
subsidiary plans
plan
Resource plan
C3PE Methodology
1.Stakeholders
1. Project
objectives
1.Requirement
s & constraints
2.Scope
statement
3, 9. WBS
3, 9. Work
packages
4, 10.Duration
4, 10.Cost
5, 11. Network
diagram
6.Risk register
7.Risk
responses
8.Communicatio
n plan
PMBOK Guide (6
th
Ed) Part 2, Sec. 1.9 Table 1-1
Project Charter
Objectives
Strategic goals
Project Charter Vocabulary
‘Company strategy is to innovate and
improve our services faster than our
competitors.
The objective of this project is to design
and implement a new customer
feedback system.
Describe the direction of
change of the organization
Specific achievements
resulting from the project
work, that can be measured.
The tangible results of
doing project work, that
can be verified.
Deliverables
New menu structure, plan for customer
journey, graphics design brief…
The correct answer is ‘Strategic Goal’. This
statement is a high-level and long-term objective. A
strategic goal is a long-term, high-level objective that
organization wants to achieve to fulfill its mission.
The correct answer is Deliverable. A deliverable is
the product, service or end user result of project, this
statement describes an engineering student
common room with its functional requirements,
therefore is a deliverable.
Requirements
Scope
(scope statement)
‘Customers must be able to provide
feedback and comments to us at
any point in their customer
journey.
Project Charter Vocabulary
Scope
(Work Breakdown
Structure)
Benefits
The new customer feedback system
will show our marketing team how our
services are performing straight away
The project includes an app to enter
information; it does not include a
database’
The new customer feedback system
includes a mobile app to enter
information; it does not include a
database to store historical data.
What the project
deliverables or other
outcomes must do for the
stakeholders
A written description of
the project boundaries in
and major deliverables.
A systematic, hierarchical
decomposition of all the
deliverables into
constituent parts
The (positive) effects that
occur when stakeholders
interact with the
deliverables.
The correct answer is Requirement. This
statement indicates the expectation from
stakeholder and thus is a requirement
(requirement is stakeholders’ expectation on
project), ‘shall’ indicates this is a compulsory
project requirement.
The correct answer is Requirement,
Stakeholder and Benefit. Referring to lecture
1, user story provides mapping between
stakeholder, requirement and benefit, ‘As xxxx
(stakeholder), I want to xxxx (requirement), so
that xxxx (benefit)’
The project charter…
PMBOK Guide (6
th
Ed), Part 2, Sec. 2
Formally authorizes the existence of the project
Gives the project manager authority to apply
resources to project activities
Provides a direct link between the project and the
strategic objectives of the organisation
Shows organisation commitment to the project
Creates a formal record of the existence of the project
The view from another textbook
(Lock- Ch. 8 Project Authorization)
‘Some organisations invoke a lengthy
authorisation procedure that consists of a
project charter, followed by a contract…’
‘the charter is a form of specification that
sets out the principal objectives, and is
prepared for the company's senior
management for consideration and
authorisation.
A project initiation document... is a
concise and more practical alternative to
the charter
Lock, Dennis. Project Management. 9th ed. Aldershot, England ; Burlington, VT: Gower, 2007.
Other Authorizations - In rough
order of complexity
Charter and contract
Project Initiation
Document
Customer contract, or
works order
Internal memorandum
PMBOK Guide (6
th
Ed), Part 1, Sec. 1.2.6
Charter and
PMP
In the project
lifecycle
What goes in your project Charter?
Presentation assignment
brief & rubrics
Add an
introduction section to your PMP that
demonstrates
a direct link between the project
benefits, its major
deliverables, stakeholders, and the
strategic
objectives of the client organisation.
(assignment
brief)
Provides
a systematic connection between
organisational
strategy, deliverables, benefits, and
stakeholders
including a written description that
makes
this
easy to understand
(PMP
Rubric)
PMBOK
6
th
Ed. Part 1, Sec 4.1.3.1: charteritem
Project purpose
Objectives and success
criteria
Requirements
Assumptions,
constraints
Description and project boundaries
High level
risks
Summary
milestone schedule
Summary
budget
Stakeholder
list
Approval requirements
Definition
of success
PM
nomination
Sponsor
nomination
Setting SMART objectives
Objectives
SMART(A)
Objectives
An
MM cell
Specific
A
robot cell… for research into incremental forging technology
Measurable
A
robot cell for research into incremental forging technology…
that will
be used by PhD students and student project teams
Action
-oriented
Design
and Build… an MM cell for research into incremental
forging
technology that will be used by PhD students and
student
project
teams
Realistic
(All
areas)
Timely
Design
and Build an MM cell for research into incremental forging
technology
that will be used by PhD students and student project
teams
within six months of delivery of major components.
(Achievable)
(All
areas)
Stakeholders
Stakeholder identification
PMBOK Guide (6
th
Ed), Part 2, Sec. 1.6
PMBOK Guide (6
th
Ed), Part 1, Sec. 13.1 & 13.1.2
After understanding the business case, the organizational
context and needs for the project, the first step in planning
is to identify the project stakeholders.
Identifying and analysing your stakeholders is the best way
to start writing the project charter…
Stakeholders in Lock Ch. 2
Factors for project success and failure.
Contracting organization and customer are two primary stakeholders. What about others?
Do not all have same view of a project (example: motorway users and home owners)
True measure of project success or failure depends on how the project outcome is perceived by
all the stakeholders.
Identify & rank:
Lock uses three categories of stakeholders
primary (direct financial interest)
Secondary (people who work on the project or
interact with the deliverables)
Tertiary (people who could be affected by the
secondary stakeholders)
Project team and project internal stakeholders
6
10
3 15, 21, 28...
1. Why can't you have too many people in a team?
Too many communication channels = Too much complexity.
2. Therefore, we need to introduce some structure
around communication channels and team members
Organizational
Communication structures created by the PM
Project key stakeholders
You! (PM)
Your Sponsor
Steering
Committee
Project
Team
Subject Matter Expert
Steering Committee
Member
Technical
Team
Another
Technical
Team
PM has a central coordinating role
for the project team.
PM needs a strong 2-way line of
communication to the Project
Sponsor.
Sponsor chairs steering committee,
uses it to make timely decisions.
Subject Matter Experts have leading
role in their technical teams (may be
a PM themselves)
Technical Teams can be internal to
project executing organization or
could be contractors/ suppliers
There can be many technical teams
(only 1 project team and 1 steering
committee)
Subject matter experts
move between their technical team
and the project team
The project manager is the
person assigned by the
performing organization to lead
the team that is responsible for
achieving the project
objectives.
The correct answer is ‘Make decisions’.
Referring to previous slide, sponsor is leading a
project or initiative through a steering
committee, which is responsible for making
important decisions in a timely manner.
Stakeholder register - how do we
find stakeholders?
Identify stakeholders:
Brainstorming, expert
judgement, surveys,
questionnaires, meetings
Analyse stakeholders
Classify stakeholders
Stakeholders in ‘100% digital delivery and
assessment in GSOE9820 T1 25
Students
Convener
Guest lecturers
Experienced demonstrators
New demonstrators
MME school management team
Engineering faculty school
management team
Tip: Identify stakeholders as people, not
organizations or other inanimate entities.
Benefits make sense when they are related
to stakeholders
Example: Some benefits of building a new online university course…
Benefits Stakeholders
Students
Convener
Guest lecturers
Demonstrators
Program authority
OH&S officer
Study from abroad
Use new technology
Work at home
Use last years resources
Large cohort
Comply with social distancing rules
Methods for stakeholder analysis (part of
PMBOK ‘Identify Stakeholder 13.1.2.4’)
level
of
au
thority
(power)
Concern about outcomes
(Interest)
Power interest grid
level
of
au
thority
(power)
Ability to change
outcomes (influence)
Power influence grid
Students
Convener
Demons
-trators
Program
authority
OH&S
officer
OH&S
officer
Program
authority
Convener
Students
Demons
trators
Stakeholders in a new online university course
Engagement level of stakeholders
Name
Unaware
Resistant
Supportive
Leading
OH&S
officer
C
Program
au
thority
CD
Convener
C
D
Demonstrators
D
Students
C
D
C=Current position
D=Desired position
Outcomes of stakeholder classification
level
of
au
thority
(power)
Concern about outcomes
(Interest)
Power interest grid
Students
Convener
Demons
trators
Program
authority
OH&S
officer
Frequent
communication in MS
Teams
Final Metrics and/or
grade report
This would be one way to
inform the project
Communications Plan….
Many other PM Plans require
input from the Stakeholder
Register*:
Project charter,
Benefits realization,
Risk management,
Change management,
Human resources
PMBOK Guide (6
th
Ed), Part 1, Sec. 13.1.3.1
PMBOK Ch. 13 - Project
Stakeholder Management
To start with, what would we expect to see in a Stakeholder
Management Plan?
1. Stakeholder Register
2. Desired and current engagement levels
3. Scope/impact of change to stakeholders
4. Identified interrelationships and potential overlap of interests
5. Stakeholder communication requirements
6. Information to be distributed to stakeholders
7. Reason for distribution, expected impact
8. Methods for refining and updating stakeholder management plan
Stakeholder
management plan
Project
Communication
Plan
Updated Scope
Statements
Benefits
Realisation
Plan
Summary points (stakeholders)
Success in stakeholder management and engagement is a
prerequisite for multiple aspects of PM, throughout the whole
project lifecycle
Besides understanding requirements and objectives,
stakeholder identification is your first task as PM in
Project Initiation.
Stakeholder identification feeds directly into your Stakeholder
Management, understanding definition of project success,
and Project Charter.
More videos on project stakeholders
Kasimtseva, N. “Identify Project Stakeholders” video in course Managing Project Stakeholders,
accessed 16/02/2021, LinkedIn Learning accessed through UNSW
Biafore, B. “Identify Project Stakeholders” video in course Project Management Foundations
accessed 16/02/2021, LinkedIn Learning accessed through UNSW
Biafore, B. Analyze project Stakeholders” video in course Project Management Foundations
accessed 16/02/2021, LinkedIn Learning accessed through UNSW